May 10, 2024
To all concerned Parties
Company name:
Japan Airport Terminal Co., Ltd.
Representative: Nobuaki Yokota, President and COO(Code: 9706, Prime Market, Tokyo Stock Exchange)
Inquiries: Kazuhito Tanaka, Member of the Board Director
Executive Vice President and Executive Officer
Tel: 03-5757-8064
Notice of Information Disclosure regarding the Recommendations of
the Taskforce on Nature-related Financial Disclosures (TNFD)
Japan Airport Terminal Co., Ltd. hereby announces that it has disclosed information
regarding the recommendations of the Task Force on Nature-related Financial Disclosures(“TNFD”)*1
The Japan Airport Terminal Group, as a purely private company engaged in construction,
management and operation of highly public passenger terminals, has adopted a basic
philosophy of “Harmony between the Business and the Society”. To realize our long-term
vision, “To Be a World-Best Airport - To be the world’s most respected airport, pursuing
the satisfaction of all stakeholders -,” we have set "Measures to combat climate change"and "Effective use of limited resources" as our materiality (key issues), and we areproceeding with evaluation and analysis based on the recommendations of the Task Forceon Nature-related Financial Disclosure (TNFD), and disclose information related to the
TNFD recommendations.
Going forward, JAT group will continue to deepen its analysis of risk opportunities,
enhance its response measures and indicators/targets, promote information disclosure
related to natural capital and contribute to the realization of a sustainable society throughour business activities.
*1 TNFD (Taskforce on Nature-related Financial Disclosures):
The task force was conceived at the World Economic Forum Annual Meeting (Davos) in2019 and established in 2021. An international initiative launched to consider aframework for companies to visualize their dependence on the natural world and assess,manage, and report their impact on the natural environment and ecosystems.

Information Disclosure Regarding TNFD Recommendations

Introduction
The Japan Airport Terminal Group (hereinafter the “JAT Group”) constructs, manages, andoperates airport passenger terminals at Tokyo International Airport (Haneda Airport) and otherairports. The JAT Group is fully aware of its social responsibility as an enterprise whose business isof a highly public nature and aims for management that benefits both public good and businesssuccess. The JAT Group aims to realize its long-term vision of “To Be a World Best Airport” and its
goal of "becoming one of the most advanced, human- and eco-friendly airports by 2030." As such,
The JAT Group has identified measures to combat climate change and effective use of limited
resources as two of its key issues (material issues).
In September 2022, Japan Airport Terminal (JAT) announced its support for the recommendationsof the Task Force on Climate-related Financial Disclosures (TCFD). In May 2023, JAT disclosed
relevant information based on the TCFD recommendations. JAT is now conducting evaluation andanalysis based on the recommendations of the Taskforce on Nature-related Financial Disclosures(TNFD) as it supports the TNFD recommendations and discloses information related to them asshown below. This closure provides an overview of our business with regard to our business
operations as they stand. Going forward, we will deepen our evaluation of risks and opportunities
and strive to enhance our responses as well as metrics and targets.

(Reference)
Sustainability Basic Policy
https://www.tokyo-airport-bldg.co.jp/en/sustainability/themes/
Environmental Policy
https://www.tokyo-airportbldg.co.jp/files/en/sustainability/JapanAirportTerminalGroupEnvironmentalPolicy.pdf

1Governance
Board of Directors' Oversight and Management's Role
JAT regards nature-related initiatives as an important management issue. With the Sustainability
Committee in place, JAT develops the implementation policy and manages progress.
◼

The Sustainability Committee is chaired by the President and COO and comprised of all officers(including executive officers) of JAT. The committee meets twice or more a year. The
committee discusses and reviews sustainability policy development and progress
management. The results of such review are further reviewed by the Executive Committee inlight of their relationship and consistency with management strategies, and then reported to
the Board of Directors for resolution.

◼

The Sustainability Committee develops specific plans and implements various initiatives at the
Sustainability Management Office, a dedicated organization that reports directly to the
President. As necessary, the Sustainable Committee works with the Risk Management
Committee, which is responsible for company-wide risk management, as well as with theCompliance Promotion Committee and the CS Promotion Committee to implement initiatives
that cover our business divisions and Group companies.

◼

As the Sustainability Committee has a wide scope, it has established theme-based
subcommittees and the like tasked with discussing specifics and managing their progress(including the Decarbonization Core Council and the resource recycling working group).
Relevant business divisions and Group companies participated in these subgroups.

Fig. 1: Overview of Sustainability Promotion System
Board of Directors
Audit and Supervisory Committee, Renumeration
Advisory Committee, Nomination Advisory
Executive Committee
Information
sharing/

Sustainability

cooperation

Risk Management

Committee

Compliance Promotion

Secretariat: Sustainability
Management Office

Japan Airport Terminal GroupCS Promotion Committee

Decarbonization Core Council

Corporate-wide
development(resource circulation WG)
Human Rights Subcommittee
Supply Chain Subcommittee

Our business divisions and Group companies

2

and moreDialogue with Stakeholders
Many of our operations hinge on cooperation with many of our business partners as well as with
officials, staff, and other stakeholders at Haneda Airport. We have different types of dialogue withthem. As major opportunities for dialogue on natural environment conservation, human rights, andthe like, we are engaged in the following:
We carry out environmental initiatives as a member of the Tokyo International Airport Eco-◼

Airport Council, which promotes environmental initiatives at Tokyo International Airport. The
Council, which is presided over by the Ministry of Land, Infrastructure, Transport and Tourism,is made up of some 30 companies—including airlines, facilities management companies, andrailway companies—as well as competent authorities. Under the Tokyo International Airport
Environmental Plan (phase 2) with fiscal 2026 being the target year, we are implementing
initiatives with focus on air, energy, water and soil, waste, and the natural environment.
In April 2023, we established the Japan Airport Terminal Group Sustainable Procurement◼

Guidelines. The Guidelines set out items that should be observed in relation to theenvironment, human rights, and the like. During fiscal 2023, we communicated the Guidelines
to the bulk of our suppliers, i.e., about 600 business partners—including those that play animportant role in terminal building operations—which account for some 90% of our total
turnover. We also conducted a questionnaire survey of these partners. In light of the results ofthe survey, we will study ways to share information and dialogue with our suppliers.
(Reference) Japan Airport Terminal Group Sustainable Procurement Guidelines
https://www.tokyo-airportbldg.co.jp/files/en/sustainability/JapanAirportTerminalGroupSustainableProcurementGuidelines.pdf3

Strategies
Overview of Our Group's Operations
The JAT Group manages and operates airport passenger terminals and parking lots at Tokyo
International Airport (Haneda Airport), one of the largest airports in Japan. Our operations include
leasing office space and other facilities, selling goods at airport stores, operating restaurants,
manufacturing and selling in-flight meals, and providing travel services. Also, at Narita Airport andother hub airports, we sell goods and provide food and beverage services, including the preparing
and sale of in-flight meals. Our peripheral business includes leasing real estate by using the land
we own outside the airports.
Segment

Description- Managing and operating airport passenger terminals and parking

Facility
management andoperation

lots, including Terminals 1, 2, and 3, and Car Parks P1, P4, and P5
at Haneda Airport- Leasing, operating, maintaining, and cleaning office space andthe like related to the above, among others- Collecting, carrying, and disposing of solid waste, among others

Merchandise sales
and food and- Operating retail stores- Operating restaurants, and preparing and selling in-flight meals

beverage* See page 14 for TNFD global core metrics.

4

Scope of This Report: Scoping
The JAT Group's business is centered on the management and operation of passenger terminals
and other facilities at Haneda Airport, as well as on merchandise sales, and food and beverage
operations.
In defining the scope of this analysis, we have reviewed all our assets and operational hubs interms of their relationship with the natural environment (e.g., dependencies and impacts, and air,water, land, and other surrounding environments) and assessed their materiality in our business.
As a result, we have selected, as the target of TNFD analysis, facility management, andmerchandise sales and food and beverage operation in the Haneda Airport area, the center of themain business of the JAT Group. Note that waste incineration at the airport is also covered as partof facility management.

*The above map was created by FINEV inc. using ESRI ArcGIS pro. Base map copyright: ESRI, HERE,
Garmin, FAO, NOAA, USGS,OpenStreetMap, GIS User community, etc.

Assessment and Analysis Methods
In this disclosure, we have made an analysis based on currently available data. In the process, wehave used the LEAP approach,* which is designed to make a systematic, evidence-based
assessment of nature-related risks and opportunities as advocated by the Taskforce on Naturerelated Financial Disclosures (TNFD).
*LEAP approach: "LEAP" is an acronym for locate, evaluate, assess, and prepare. It provides
guidance for locating the interface between the JAT Group's business and the natural environment,
evaluating our dependencies and impacts on nature, assessing material risks and opportunities
based on the location results, and preparing to respond and report.

5

Classifying the Components of the JAT Group's Value Chain
In analyzing and assessing the dependencies and impacts, and risks and opportunities in relation to
the natural environment surrounding the business activity of the JAT Group, we have classified thecomponents of the JAT Group's value chain into direct operations, and upstream and downstream
processes.
Direct operations by the JAT Group include the construction, management, and operation of airport
passenger terminals at Haneda Airport and the operation of retail stores and food service
establishments. We use water, electricity, gas, and other energy sources to maintain the airport
with comfortable facilities. Some 80 million passengers used airport passenger terminals at Haneda
Airport in fiscal 2023. Upstream processes involve procuring and using large volumes of resources
and merchandise for the construction, management, and operation of the terminals, as well as formerchandise sales, and food and beverage businesses. Downstream processes entail GHG
emissions, air pollution, and other environmental impacts associated with passenger and otherflights. These impacts derive from the use and disposal of goods by airport users as well as fromthe generation and disposal of waste associated with merchandise sales, and food and beveragebusinesses. The chart below provides an overview of the direct operations, and upstream anddownstream processes of our business.

Chart.2：Schematic Diagram of the JAT Group's Value Chain (Relationships with the
Natural Environment)

6

Important Relationships with the Natural Environment (Dependencies andImpacts)
In order to assess the interfaces and relationships with nature for the direct operations andupstream and downstream processes of our business activity, we have developed a heat map
based on currently available information for the purposes of accessing how much these operations
and processes are related to the natural environment. Such assessment has been made withreference made to our lines of business, a set of major environmental impacts by industry
according to SBTN, and Encore Flow, a tool for assessing nature-related risks.

Chart.2: Assessment of Relationships with the Natural Environment in Our Value Chain(Heat Map)

* The thicker the color, the stronger the relationship (dependencies and impacts) with theenvironment. Going forward, we are considering assessing dependencies and impacts for each casein the future.

Facility management◼

In 2023, Haneda Airport had about 400,000 aircraft movements and some 80 million
passengers used the airport's passenger terminals. For our direct operations, we consume
electric power and other energy sources to maintain the comfortable space in the facilities,

7

thus generating CO2 emissions. For the movement of aircraft and passengers in thedownstream processes, energy use entails GHG emissions and other types of air pollution.
◼

The terminal buildings we manage and operate (direct operations) and the movement ofpassengers in the downstream processes entail the generation of waste by some 80 million
users. We dispose of such waste, the amount of which account for around 40% of total waste
generated in the Haneda Airport area. Thus, such waste generation and disposal have somemeasure of impact on the environment.

◼

Japan's domestic natural environment (air, water quality and quantity, and ecosystem
condition) is relatively in a favorable state compared with the global standard. Because of theirintrinsic nature, our airport facilities have some measure of environmental impact around
Haneda Airport associated with noise pollution and light pollution due to lighting at night.

◼

Annual water consumption at the three terminal buildings in Haneda Airport exceeds 700,000㎥, which accounts for some 50% of annual total water consumption in the Haneda Airport
area. Such water use entails certain degrees of dependencies and impacts.

Merchandise sales, and food and beverage operation◼

The merchandise, food materials, and processed food products that we handle come in great
variety. The production, manufacturing, and processing of raw materials for them entail
certain degrees of dependencies and impacts on water use, land use, air pollution, and the
like.

◼

We generate certain volumes of disposable containers and packing materials as waste fromour merchandise sales, and food and beverage businesses.

Three Strategic Directions (Pillars)
We aim for a worldly appreciated airport. We thus strive to manage our terminal buildings toward
our long-term vision of “To Be a World Best Airport” and our goal of "becoming one of the mostadvanced, human- and eco-friendly airports by 2030."
As noted above, we have developed a heat map on to what extent the direct operations, andupstream and downstream processes of our business activity are related to nature in terms ofdependencies and impacts, based on currently available information. With this map, we haveidentified and assessed important areas. Given the findings of this assessment, we have identified
the nature-related risks and opportunities for the business of the JAT Group. To this end, we haveenvisioned possible responses toward a nature-positive society and physical damage resulting fromnature degradation and associated losses of ecosystem services. Then we have identified three
directions for our strategy on nature-related risks and opportunities. Going forward, we will make a
deeper analysis of risks and opportunities. At the same time, we will work with many stakeholders
to develop and implement measures to implement that strategy as a key management issue.

8Our Strategy on Nature-related Risks and Opportunities
Under the relevant policy and decarbonization plan of the central
Realizing an Eco

government, we will take measures to reduce the impact of our

Airportairport operations on the global and local environments incooperation with our stakeholders concerned.
We will work to make the entire airport more like a circular

Establishing a circular

economy by reducing the amounts of waste that is generated

economyand disposed of in the airport through the promotion recycling
and reuse and the resultant reduction of the amount landfilled.
We will work to reduce the impact of our supply chain as a whole

Promoting sustainableprocurementon the natural environment. To this end, we will give moreconsideration to the environment and human rights in the
manufacturing and processing of raw materials in ourmerchandise sales and food and beverage operation.

In charting the direction for target setting and action planning, we are considering a number ofmeasures. They include (1) adopting more wooden interior decorations when rebuilding or
refurbishing airport buildings, (2) establishing a recycling system in a wider context of resource
circulation, and (3) enhancing sustainable procurement. Specific targets and metrics are now
under study and will be published when confirmed.

9

Risk and Impact Management
As mentioned earlier, we have identified and assessed the direct operations, and upstream anddownstream processes of our business activity in terms of relationships with nature (dependencies
and impacts). Also, as mentioned in the section on governance, we have identified our naturerelated measures as an important management issue and thus established the Sustainability
Committee. This committee develops an implementation policy and manages implementation
progress. We are currently taking the following and other measures to reduce our environmental
footprint. Going forward, we will take more measures to address risks and opportunities in light of
the identified dependencies and impacts on the natural environment.

Initiatives toward an Eco Airport◼

Promoting energy saving and utilizing natural energy
To achieve net zero emissions by 2050, we focus on energy-saving measures for the terminals.

These measures include replacing conventional lighting with LED lighting and renewing air
conditioners. We also work on utilizing solar, underground heat, and other natural energy sources.

Natural lighting inside theUtilizing natural energy

terminal◼

High-efficiency air
conditioning equipment

Environmental Consideration for the Terminal Building Operated by TIAT
The building of Terminal 3, an international terminal operated by TIAT, has been constructed as

an eco-friendly building and certified as CASBEE* S rank (in both the new construction andrenovation categories). It is designed to help realize an Eco Port with much consideration given tosuch aspects as energy, water, noise, vibration, waste, and the indoor environment.
* CASBEE or the Comprehensive Assessment System for Built Environment Efficiency provides
a domestic environmental standard for buildings by which the environmental performance ofbuildings is evaluated and rated. "The S rank“ is the highest of all.
(Reference) The webpage of Tokyo International Air Terminal Corporation on "Eco Airport"
https://www.tiat.co.jp/en/environment/eco.html

10◼

Signing a partnership agreement for the use of new energies
In fiscal 2023, we conducted studies with a view to reducing emissions mainly in the newenergy field. These included the “Study of CO2-free Hydrogen Utilization Model in Tokyo
International Airport and the Surrounding Area,” an initiative selected by the New Energy andIndustrial Technology Development Organization (NEDO) for its publicly solicited commissionbase project titled “Hydrogen Production and Utilization Potential Study.” Based on the resultsof this study, we concluded a partnership agreement in March 2024 with ENEOS Corporation
for a collaborative study on realizing the utilization of CO2-free hydrogen with the aim ofdecarbonizing Haneda Airport.
(Reference) Conclusion of Partnership Agreement for the Utilization of CO2-Free Hydrogen(press release)https://www.tokyo-airport-bldg.co.jp/files/news_release/000014679.pdf◼

Obtaining ZEB Oriented certification for the satellite facility on the north side ofTerminal 1
On the north side of Terminal 1, we have started constructing the satellite facility with a hybrid
wood-steel structure. We are aiming to obtain ZEB Oriented certification for this building. ZEB
stands for net zero energy building. ZEB Oriented certification is given to buildings designed toreduce annual primary energy consumption by 30% or more through energy saving andenergy creation. We aim to achieve this target while creating a comfortable environment forthis terminal facility. The use of wood entails a CO2 sequestration of 1,435t-CO2. It saves CO2
emissions by 2,630t-CO2 compared with the use of steel. This initiative will curb energy
consumption associated with the operation of the terminal. The wooden structure and interior

11will cut CO2 emissions from the construction process. These two factors will enable us toreduce our environmental footprint and contribute to decarbonization and resource circulation
across our supply chain.
(Reference) Construction begins on satellite facility on the north side of Terminal 1, with aview to opening in summer 2026. (press release) (in Japanese only)
https://www.tokyo-airport-bldg.co.jp/site_resource/whats_new/pdf/000014746.pdf

Efforts toward a Circular Economy◼

Promoting recycling and resource recovery from waste

Haneda Airport has a waste disposal facility (the Airport Clean Center) operated by Sakura ShokaiCo., Ltd., a JAT Group company. The facility collects, transports, and disposes of waste generated
from our terminal buildings as well as from the airlines. About 40% of the waste from theterminals are now recycled. We aim to increase this recycling rate to some 70% by promoting theseparate collection of waste. Additionally, we make effective use of heat generated from waste
incineration to supply power and hot-water supply for the facilities in order to curb energy
consumption.

Waste incineration facility

Recycling building

12◼

Efficient use of water
To use water resources efficiently, we treat rainwater aswell as kitchen wastewater and non-fecal wastewater fromour terminals for recycling purposes. We use the water
thus recycled for flushing toilets. The recycled wateraccounts for some 70–90% of the water used for flushing
toilets.

Fully automated vanishing-type food waste disposers◼

Treatment of food waste with microorganisms

We have in place fully automated vanishing-type food waste disposers that take advantage of
microorganisms. The disposers break down food waste into ammonia water and carbon dioxide gas
and leave almost no residue, thus reducing waste substantially.

Promoting Sustainable Procurement
For the merchandize sales and food and beverage businesses, we have developed theSustainable Procurement Guidelines and distributed it among our business partners across our
supply chain. We have requested that they comply with the guidelines by giving due
consideration to human rights and the environment—in addition to ensuring compliance—in allprocesses, including the production, manufacturing and processing of merchandise and raw
materials, as well as the distribution of products. We are now planning to work on the
reduction of disposable containers and packing materials and on the separation of waste incloser cooperation with tenants of our facilities and with our suppliers.
Our group company Cosmo Enterprise prepares some 3.4 million in-flight meals (as of fiscal
2023; of which about 1.6 million meals are for Haneda). The JAT Group as a whole promotes
the respect for human rights and the environment across our supply chain with regard to raw
materials, packing materials, and the like that we procure.
(Reference) Japan Airport Terminal Group Sustainable Procurement Guidelines
https://www.tokyo-airportbldg.co.jp/files/en/sustainability/JapanAirportTerminalGroupSustainableProcurementGuidelines.pdf

13

Metrics and Targets
We are setting targets and metrics under the three major strategies that we have developed forour nature-related initiatives. The table below shows core metrics that we can disclose now.
Driver ofnaturechangeJAT

MetricIndicatorno.

MetricFiscal 2022

GHG emissions (Scopes

ClimateScope1:14,967

1, 2 and 3; see IFRS

change－t-CO2
Scope2:89,884

S2)
Area of land managed (km2)
C 1.0

Area of land, space, etc.
usedArea of denuded land (km2)m2
901,000

Protection area (km2)

C 1.1

Land/freshwater/o
cean-usechangeExtent ofland/freshwater/oceanuse change

Unit

Extent of land/ocean/waterbody usechange (km2); extent of
land/ocean/waterbody that is sustainably
managed by type of business (land use)
and in terms of whether conservation isvoluntary or regulated (km2)AreamanagedWe outsource the final
disposal of incineration ash in
adjacent waters.

Total volume discharged (of which thevolume discharged into fresh water [m3])
C 2.1

Wastewater discharged

Concentrations of key pollutants

689,859m3

Temperature (where relevant)
6,114
Weight of industrial waste (by type)(tonnes)
C 2.2

Resource
use/reple
nishment

Alien
speciesWaste generation anddisposal

C 3.0

Water withdrawal andconsumption from areas
under water stress

C 4.0

Risk of invasive alien
species (IAS)

Weight by disposal method (incinerated,
sent to landfill, etc.) (tonnes)

Reused: 2,317

Reused (tonnes)

Recycling rate:
37.8%

Water use (m3)675,467

Proportion of businesses exposed tounintentional introduction of IAS
Activities to prevent themState ofnatureC 5.0

State of nature in areas
where businessestablishments arelocatedIncinerated:
3,798

State of the natural environment, businessactivities, species extinction risk (LEAP)* The data above concerns the Haneda area.

14

t

m3

We are working on theproper disposal of waste fromother countries and on theprevention of IAS.
Areas around Haneda Airport
are designated as wildlife
sanctuaries by the Tokyo
Metropolitan Government.